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    HRM Evolution, Strategic HRM

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    YanmedSumedang
    This document discusses the evolution of strategic human resource management (MSDM) theories from 1987 to 2007. It outlines six competencies for successful HR professionals: being a credible relationship builder, business ally, talent manager, strategic architect, cultural and change steward, and operational executor. The document also examines how HR practices like training, performance management, diversity, and technology can help companies meet challenges like globalization and sustainability. Finally, it presents dimensions of effective HR practices that can improve organizational competitiveness.

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    HRM Evolution, Strategic HRM

    Uploaded by

    YanmedSumedang
    116 views14 pages
    This document discusses the evolution of strategic human resource management (MSDM) theories from 1987 to 2007. It outlines six competencies for successful HR professionals: being a credible relationship builder, business ally, talent manager, strategic architect, cultural and change steward, and operational executor. The document also examines how HR practices like training, performance management, diversity, and technology can help companies meet challenges like globalization and sustainability. Finally, it presents dimensions of effective HR practices that can improve organizational competitiveness.

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    Hrm Evolution, Strategic Hrm

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    This document discusses the evolution of strategic human resource management (MSDM) theories from 1987 to 2007. It outlines six competencies for successful HR professionals: being a credible relationship builder, business ally, talent manager, strategic architect, cultural and change steward, and operational executor. The document also examines how HR practices like training, performance management, diversity, and technology can help companies meet challenges like globalization and sustainability. Finally, it presents dimensions of effective HR practices that can improve organizational competitiveness.

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    Download as PPTX, PDF, TXT or read online from Scribd
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    116 views14 pages

    HRM Evolution, Strategic HRM

    Uploaded by

    YanmedSumedang
    This document discusses the evolution of strategic human resource management (MSDM) theories from 1987 to 2007. It outlines six competencies for successful HR professionals: being a credible relationship builder, business ally, talent manager, strategic architect, cultural and change steward, and operational executor. The document also examines how HR practices like training, performance management, diversity, and technology can help companies meet challenges like globalization and sustainability. Finally, it presents dimensions of effective HR practices that can improve organizational competitiveness.

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    of 14

    EVOLUSI TEORI MSDM

    Oleh :
    Yuanita Indriani
    (disarikan dari
    buku HRChampion; Dave Ulrich)
    MSDM ERA 1987
    MSDM ERA 1992
    Bussiness
    MSDM ERA 1997
    MSDM ERA 2002
    MSDM ERA 2007
    STRATEGIC HRM
    SIX COMPETENCY FOR HR
    PROFESSION
    RELATIONHIP : CREDIBLE
    ORGANIZATIONAL CAPABILITIES
    ACTIVIST
    : Business Ally, Talent Manager/Org
    SYSTEM AND PROCESSES : Cultural an
    RELATIONSHIP : CREDIBLE
    ACTIVIST
    Deliver result with integrity
    Share information
    Build trusting relationship
    Influence others, provide
    candid observation,
    Take appropriate risk
    ORGANIZATIONAL CAPABILITIES: BUSINESS
    ALLY, TALENT MANAGER/ORG DESIGNER,
    STRATEGIC ARCHITECT
    1. Business Ally :
    a. Understand how the business makes money
    b. Understand language of business
    1. Talent Manager/Organizational Designer :
    a. Develop talent
    b. Design reward system
    c. Shape the organization
    1. Strategic Architect :
    a. Recognize business trends and their impact to
    the business
    b. Evidence based HR
    c. Develop people strategies that contribute to the
    business strategy
    SYSTEM AND PROCESSES : CULTURAL AND
    CHANGE STEWARD, OPERATIONAL
    EXECUTOR
    Cultural and change steward :

    a. Facilities change

    b. Developing and valuing the culture

    c. Helping employees navigate the culture (find


    meaning in their work, manage work/life
    balance. Encourage innovation)
    . Operational executor

    a. Implement workplace policies

    b. Advance HR technology

    c. Administer day-to-day work of managing


    people
    HOW HRM PRACTICES
    CAN HELP COMPANIES
    MEET COMPETITIVE
    CHALLENGE
    GLOBAL CHALLENGE SUSTAINABILITY
    CHALLENGE
    HRM Strategy is Continuous learning
    matched to business environment is created
    strategy Discipline system is
    Knowledge is shared progressive
    Work is performance by Customer satisfaction and
    teams quality are evaluated in the
    performance management
    Pay systems steward
    system
    skills and
    accomplishments
    Skills and values of a
    diverse workforce are
    Selection system is job valued and used
    related and legal Technology is used to
    Flexibility in where and reduce the time for
    when work is performed administrative tasks and to
    Employee Technology
    engagement improve HR efficiency and
    is monitored effectiveness
    DIMENSIONS OF HR
    PRACTICES

    COMPETITIVENESS

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